You are cordially invited to submit papers to the Special Interest Group ‘Managing Sport’ for the 18th EURAM conference that will take place in Reykjavik 20-23 June at the School of Business, University of Iceland. We would very much appreciate if you could share this call for papers with colleagues who might also be interested in contributing to the ‘Managing Sport’ tracks at EURAM 2018 (please see http://euramonlineacademorg/programme2018/strategic-interest-groups/sig-08-managing-sport-sport.html)
The following tracks of the SIG ‘Managing Sport’ are accepted and open for paper submissions (see a detailed description below):
GT 08_00 Managing Sport General Track
ST 08_01 Sport Governance
ST 08_02 Sport Events and Tourism
ST 08_03 Sport Innovation and Digitalisation
We are glad to announce that a symposium on the topic ‘Togetherness and team sports” will be organised by Vidar Halldorsson and Eythor Jonsson from the University of Iceland.
The ‘Managing Sport’ SIG collaborates with Emerald – a global publisher – since 2010. A ‘Best Paper Award’ and a ‘Best Reviewer Award’ sponsored by Emerald will be awarded among the papers and reviewers of the ‘Managing Sport’ SIG at EURAM 2018.
A selection of high quality papers will be accepted for a special issue in Sport, Business and Management: An International Journal published by Emerald. This follows a tradition of best paper issues with SBM, for example in 2011 on “Governance and Performance” (EURAM Rome Conference), in 2012 on “Evaluating and Measuring” (EURAM Tallinn Conference), in 2013 on “Managerial Decisions” (EURAM Rotterdam Conference), in 2014 on “Branding and Governance” (EURAM Istanbul Conference), in 2015 on ‘Advancing Knowledge’ (EURAM Valencia Conference), in 2016 (EURAM Warsaw Conference) and forthcoming in Autumn 2017 (EURAM Paris Conference).
We look forward to meeting you in Reykjavik!
- Mathieu Winand, LUNEX University (Luxembourg), email@example.com – SIG Chair
- Anna Gerke, Audencia Business School (France), firstname.lastname@example.org – SIG Programme Manager
- Christofer Laurell, Stockholm School of Economics (Sweden), email@example.com – SIG Communications Officer
- Deadline for paper submission: 10 January 2018 (2 pm Belgian time)
- Notification of acceptance: 21 March 2018
- Early bird registration deadline: 11 April 2018
- Authors registration deadline: 25 April 2018
Please read the instructions carefully prior to submitting:
1. Each paper can only be submitted to ONE track.
2. Submitted papers must NOT have been previously published and if under review, must NOT appear in print before EURAM 2018 Conference.
3. To facilitate the blind review process, remove ALL authors identifying information, including acknowledgements from the text, and document/file properties. (Any submissions with author information will be automatically DELETED; author information and acknowledgements are to be included in a SEPARATE document).
4. The entire paper (title page, abstract, main text, figures, tables, references, etc.) must be in ONE document created in PDF format.
5. The maximum length of the paper is 40 pages (including ALL tables, appendices and references). The paper format should follow the European Management Review Style Guide.
6. Use Times New Roman 12-pitch font, double spaced, and 1-inch (2.5 cm) margin all around.
7. Number all of the pages of the paper.
8. No changes in the paper title, abstract, authorship, track and actual paper can occur AFTER the submission deadline.
9. Check that the PDF File of your paper prints correctly and ensure that the file is virus-free. Submissions will be done on-line on the EURAM 2018 website (open as of 1 December 2017)
10. Only submissions in English shall be accepted for review.
11. In case of acceptance, the author or one of the co-authors should be available to present the paper at the conference. A presenting author can only present one paper at the conference.
SIG 08: Managing Sport
The EURAM ‘Managing Sport’ SIG aims to:
- Promote research and education in the fields of sports business and management in Europe, with special emphasis on international comparisons.
- Foster an understanding of the role of professionalisation and commercialisation of sport on European economy and society.
- Encourage the exchange of research results, practical experience, and ideas by organising the annual EURAM track, facilitating symposia, workshops and other academic meetings for and on behalf of its members and affiliated institutions.
- Support the development of international research collaborations with other Academies of Management and Sports Management Associations.
- Disseminate research results through a variety of channels.
SIG chair: Mathieu Winand, LUNEX University (Luxembourg), firstname.lastname@example.org
Programme chair: Anna Gerke, Audencia Business School (France), email@example.com
Christofer Laurell, Stockholm School of Economics (Sweden), firstname.lastname@example.org – SIG Communications Officer
SIG General Track
08-00 Managing Sport
Sport today has developed into a major industry in the global market place. Sport businesses build global brands and, increasingly, develop various modes of international operation. The trade around the globe of sporting goods, sports equipment, as well as the construction of sports complexes and arenas has developed into a multi-billion dollar business. Further, the proliferation of information technology has made it possible to serve the needs of fans all over the world. Within this, the opportunities for the promotion of sport, and the benefits for sport and its partners, are even more increasing.
Research on sports however reveals a number of distinctive characteristics, which may influence the way in which value is created in this industry. Sports events have uncertain outcomes; evoke strongly emotional responses from spectators, which result often in an intense, sometimes unexpected, loyalty.
The EURAM general track on ‘Managing Sport’ seeks to gain a deeper understanding of the unique development in sports, its logic of co-creation of value and the advancement of the industry towards internationalisation, professionalisation, and commercialisation. The track aims to cover all management functions. Below is an additional listing of the issues among others papers submitted to the track might take up:
- Uncertainty in sport and economic perspectives on sport.
- Branding, reputation, sponsorship, social media and ambush marketing.
- Fans, spectators, and consumer culture.
- Human excellence, HR management, voluntarism vs. professional staff.
- Ecology in sports, sport facility management.
- Financial issues and sport.
- Gender issues in sport and women’s sport.
- Methods in research on sports management.
Programme chair: Anna Gerke, Audencia Business School (France), email@example.com
Communications Officer: Christofer Laurell, Stockholm School of Economics (Sweden), firstname.lastname@example.org
Topics sponsored by the SIG
ST 08-01 Sport Governance
For the last decade, sports governance has developed into a considerable field of research, and has raised interest of many researchers and practitioners worldwide, advancing knowledge and best practices in sport organisations. Sports Governance is understood as the exercise of power within sports organisations or (inter)national sport systems which provides the structure through which these organisations or systems are controlled, directed and regulated. Although our understanding of sport governance is developing, issues in sport such as corruption, match fixing and doping are to some extent linked to the (mis)governance of sport, and reduce the expected uncertainty of outcomes inherent to sport. Indeed, the (mis)governance of sport often makes the headlines: accusations of corruption to gain the organisation of mega-events such as the Olympics or football World Cups, vote-fixing to elect committee members, setting-up of off-shore funds to contravene regulations on clubs’ multiple ownership, use of strawman to satisfy fit-and-proper test, relegation or non-qualification of clubs on administrative grounds (‘licensing’) etc. There is a crucial need to protect sporting integrity, and thus governance principles preventing deviant behaviour. The good governance principles of the Olympic movement are an example of good practice, but their application at national and local levels has not yet been proven effective. Many challenges in sport are linked to how sport and sports organisations are governed which leaves opportunities for research. The position, perceptions, influence, and characteristics of decision-makers in sports organisations are examples of sport governance research topic.
We invite empirical and theoretical contributions that develop a critical analysis of sport governance and/or practical application of good governance principles on a range of different theoretical and methodological approaches. We welcome papers that address the aforementioned issues or – not exclusively – the following topics:
- International sport governance.
- Amateur and professional sport systems.
- Institutional change, leading and managing change in sports.
- Board constitution and board management.
- Volunteer management in sport
- The “dark side” of sports and its governance: doping, bribery, match fixing.
- Sport and ethics.
- Conflicts of interest in sport.
- Sport regulations (e.g. UEFA Financial Fair Play Regulations).
- Media rights, salary caps, legal issues, players’ movements, doping regulations.
- Organizational performance, club management, revenue generation, and success.
- CSR and sustainability.
Mathieu Winand, LUNEX University (Luxembourg), email@example.com
Christos Anagnostopoulos, Molde University College (Norway) & UCLan (Cyprus)
Hallgeir Gammelsæter, Molde University College (Norway)
Benoît Senaux, Coventry Business School (UK)
ST 08-02 Sport Events and Tourism
Events are universal and they occupy a special place in all societies and cultures. However hosting a successful event represent a number of unique management challenges.
The proposed topic ‘Sport Events and Tourism’ at EURAM aims to examine the nature and scope of event management studies and related disciplines by demonstrating what is unique and challenging about event management. We further would like to address comparative and cross-disciplinary studies by drawing on existing conceptual models, event-related literature, and practical experience in the field. There are multiple objectives for hosting events, such as promotion of a region or a city, setting the scene for celebration and education, raise the attention to exercise, sports and sports competition, support business and economic development, stimulate academic exchange, and create opportunities for entertainment or fun. Further the greater the expected differences among event types, such as the difference between a sport and other types of events; a mega-event or a local event; or within different event settings and cultures, the more important it is develop a dynamic and widely adaptable perspective in event research. In addition, there is the very special feature that many events are created by not-for-profit organizations and government agencies tied to social and cultural policy fields as well as strategic place marketing, tourism, and economic development. With so many potential objectives to achieve, and stakeholders to involve, events provide unique opportunities and challenges for researchers.
The contributions to the topic should therefore encourage both theoretical advances and the expansion of practical knowledge for managers in the field.
We therefore will invite empirical and theoretical contributions that elaborate on event management drawing on a range of different theoretical and methodological approaches. We welcome papers that address the aforementioned issues or – not exclusively – the following topics:
- Measures of demand for events (including event tourism);
- Mega-event bidding and award;
- Unintended outcomes and externalities of events;
- Impact studies of events;
- The place of events in communities
- Management and event stakeholders;
- Risk and security management related to events;
- The consumer perspective: Personal, social and cultural influences of attending events;
- Management functions applied to organizing events including volunteer management;
- Event marketing, social media and events;
- Financing events and sponsorship;
- Ambush marketing and trademark protection;
- Environmental issues, which must be considered for events;
- Comparisons between different types of events and event locations;
- Venue (stadium) design and management.
Reidar J. Mykletun, Molde University College (Norway) and University of Stavanger (Norway), firstname.lastname@example.org; email@example.com
Harald Dolles, Molde University College (Norway) and University of Gothenburg (Sweden), Harald.Dolles@himolde.no
ST 08-03 Sport Innovation and Digitalisation
Sport is a professional and knowledge intensive context where performance is brought to the edge. This context is extremely fertile for investigating how technology and organisational innovations are managed. Investigating innovation management in the sport industry offers the opportunity to challenge and extend what we already know from past studies in other industries and pave the way for advancement of theory and practice of both sport management and innovation management. In fact, the business of sport is developing innovative management practices to cope with an increasing globalisation and competition among countries, sport federations and clubs, R&D departments, supply chains, etc. Scholars of management and innovation are urged to understand the complexity of innovating and implementing sport- related products, services and technologies. Innovation can take a variety of forms in the sport context raning from the introduction of new clothing materials to interactive technology enabling better fan experience. Some of the innovations developed in the sport context are then utilised in other industries such as tourism, education and manufacturing sector. Sport innovation is important in the global business environment due to the constant change in sports related new products, services and technologies. Innovation is changing the way that the sport industry is operated and encourages organisations, individuals and governments to examine how they can increase their value both from a financial perspective but also from a social role in the community. Innovation is improving sport business by enabling fundamental change from new clothing, equipment and media advances. Particularly attention should be paid along two directions. On the one hand, open innovation paradigms are reshaping the traditional R&D paradigms by allowing the emergence of more dynamic and network-based approaches to innovation. The role played by sport-focused start-ups and incubators has to be explored to understand how they are innovating the sport ecoystem and along which directions. On the other hand, digital technologies are disrupting current practices and behaviours in the sport- industries, offering new business models and new ICT-based services for improving fan experience, athlete performance management and measurement, major event organisation, talent scouting etc. This track aims at developing sport innovation as a stream of research in the sport management area.